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The Use of Organizational Controls and Their Effects on Data Manipulation and Management Myopia: A U.S. vs Japan Comparison

Apr 16, 1993 | , , ,

Two prior papers by Merchant (1985b, 1990) have explored the use and effects of five management controls at the profit center level of a large U.S. firm. This study by Chee W. Chow, Yutaka Kato, and Kenneth A. Merchant extends the investigation to a cross-cultural context.

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The Use of Organizational Controls and Their Effects on Data Manipulation and Management Myopia: A US vs Japan Comparison

Apr 15, 1993 | ,

Two prior papers by Merchant (1985b, 1990) have discussed the use of perhaps the five most important types of management controls used at profit center organization levels (net income targets, expense targets, headcount constraints, procedural controls, and directives given by higher management) and the behavioral effects of these controls. This study by Chee W. Chow, Yutaka Kato, and Kenneth A. Merchant describes a cross-cultural extension of Merchant’s study.

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A New Logic for Organization: Implications for Higher Education

Apr 1, 1993 | ,

This research by Edward Lawler III and Susan Mohrman seeks a different path in route to understanding potential. Changing tacks is based on the assumption that the qualities one finds in the mature international executive are NOT necessarily the same qualities we should be looking for in high potentials.

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Identifying Leadership Potential in Future International Executives: Developing a Concept

Mar 1, 1993 | , ,

Morgan McCall asks the questions “What does it mean to have “potential” as an international executive? Of the seemingly endless list of attributes that might serve an executive well, which ones should you look for in a high potential manager?”

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Organizational Change and Learning

Jan 1, 1993 | , ,

Susan Mohrman argues that the changing geopolitical, world financial, and technological context within which organizations function pose a never-ending barrage of challenges to adapt and to learn new ways of functioning.

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Who Uses Skill-Based Pay, and Why They Use It

Oct 3, 1992 | ,

This paper by E. Lawler III, G. Ledford, Jr., and L. Chang reports data from the Fortune 1000 survey done by the Center for Effective Organizations. Results show that skill based is particularly likely to be used in manufacturing settings and is typically used to support employee involvement efforts.

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Total Quality management and Employee Involvement: Similarities, Differences and Future Directions

Sep 10, 1992 | , ,

The similarities and differences between total quality management and employee involvement are examined in this paper by Edward Lawler III.

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Positioning Human Resource as a Value Adding Function: The Case of Rockwell International

Sep 4, 1992 | ,

In this paper by Jay Galbraith, a description is presented as to how a diverse corporation, Rockwell International, is trying to add value to its businesses.

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A Skill-Based Approach to Human Resource Management

Sep 3, 1992 | , ,

The importance of focusing on employee skills is stressed in this article by E. Lawler III and G. Ledford, Jr. Particular attention is given to how skill based pay and skill based selection processes can be implemented in order to create a strategic skills focus in complex organizations.

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Pay Systems Must Support Quality

Aug 1, 1992 | , ,

The relationship between pay systems and total quality management systems is discussed in this paper by Edward Lawler III.

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Designing Pay Systems for Teams

Jul 20, 1992 | , ,

Three different approaches to teams are identified–parallel teams, project teams and work teams in this article by Ed Lawler III and Susan Cohen.

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